CHAPTER-I

INTRODUCTION

INTRODUCTION

The training and development of any organization is assets of organization. Organization

always needs to develop their employee to be compatible, so that the organization provides
training and development timely, according to their need to achieve organization goals and
target. Training and development is a subsystem of an organization. It ensures that
randomness is reduced and learning or behavioral changes takes place in structural format.
Human resource management (HRM), a relatively new term, that emerged during the 1930s.
Many people used to refer it before by its traditional titles, such as personnel administration
or personnel management. But now, the trend is changing. It is now termed as human
resource management (HRM). Human resource management is a management function that
helps an organization to recruit, select, train and develop.
Human resource management is a process of bringing people and organization together so
that the goals of each are met. It tries to secure the best from people by winning their
wholehearted cooperation. In short, it may be defined as the art of procuring, developing and
maintaining competent workforce to achieve the goals of an organization in an effective
manner.
Scope of HRM without a doubt is vast. All the activities of employees, from the time of his
entry into an organization until he leaves, come under the horizon of HRM. The divisions
included in HRM are Recruitment, Payroll, Performance management, Training and
Development, Retention, Industrial relation, etc. out of all these divisions, one such important
divisions, and one such important division is TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

TRAINING:
After employees have been selected for various positions in the organization, training them
for the specific tasks to which they have been assigned assumes great importance. It is true in
many organizations that before an employee is fitted into a harmonious working relationship
with other employees, he is given adequate training. Training increases the knowledge and
skills for doing a particular job.
Training is the formal and systematic modification of behaviours through learning which
occurs as a result of education, instruction, development and planned experience.
Development is any learning activity which is directed towards future, needs rather than
immediate performance.
Training is necessary to prepare existing employees for higher-level jobs. Training is
necessary when a person moves from one job to another. After training the employee can
change jobs quickly, improve his performance levels and achieve career goals comfortably.
Training is necessary to make employee mobile and versatile. Training is needed to make
employees more productive and useful in the long run.

DEVELOPMENT:
Development is an education process as it tries to enhance ones ability to understand and
interpret knowledge in a useful way. Development is different from training in that it is often
the result of experience and the maturity that comes with it. Executive development focuses
more on the managers personal growth. Executive development is a planned, systematic, and
continuous process of learning and growth by which develop their conceptual and analytical
abilities to manager. It is primarily concerned with improving the performance of manager by
giving them stimulating opportunities for growth and development. It is not a one shot deal,
but a continuous, ongoing activity. It aims at improving the total personality of on executive.
It also aims at meeting future needs unlike training, which seeks to meet current needs.

DEFINITION:

According to Edwin flippo Training is the act of increasing the knowledge and skill
of an employee for doing a particular job.

According to Dales S. Beach, Training is an organized procedure by which people

learn knowledge and knowledge for the specific purpose.

Michael J. Jucius define as, the term training is used here to indicate only process by
which the aptitudes. Skill and abilities of employees to perform
Specific jobs are increased.
According to Dale S. Beach, managerial developments is a systematic process of
development and growth by which individual gain and apply knowledge skill, insights
and attitudes to manage the work of organization.

Michael J. Jucius defines; Development is the programme by which executive

capacities to achieve desired objectives are increased.
In the field of human resource management, Training and Development is the field concern
with organizational activities which are aimed to bettering individual and group performances
in organizational settings. It has been known by many names in the field HRM, such as
Training are really developing employees capacities through learning and practicing.
Training and Development is the framework for helping employees to develop their personal
and organizational employee development, human resources development, learning and
development etc. skills knowledge and abilities. The focus of all aspects of human resource
development is on developing the most superior workforce so that the bank and individual
employees can accomplish their work goals in service to customers

IMPORTANCE OF TRAINING AND DEVELOPMENT IN BANKING

SECTOR
Optimum utilization of Human Resources Training and development helps in optimizing
the utilization of human resource that further help the employee to achieve the
organizational goals as well as their individuals goals.
4

 Development of Human resources Training and development helps to provide an

opportunity and broad structure for the development of human resources technical and
behavioural skills in an organization. It also helps the employees in attaining personal
growth.
Development of skills of employees Training and Development helps in increasing the job
knowledge and skills of employees at each level. It helps to expand the horizons of human
intellect and an overall personality of employees.
Productivity Training and Development helps in increasing the productivity of employees
that helps the bank further to achieve its long term goal.
Team spirit Training and Development helps in inculcating the sense of team work, team
spirit and inter team collaborations. It helps in inculcating the zeal to learn within the
employees.
Organization culture Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the learning culture
within the organization.
Organization climate Training and Development helps in building the positive perception
and feeling about the organization. The employees get these feelings from leaders,
subordinates and peers.
Quality Training and Development helps in improving upon the quality of work and work
life.
Healthy work Environment Training and Development helps in creating the healthy
working environment. It helps to build good employee, relationship so that individual goals
aligns with bank goal.
Health and Safety Training and Development helps in improving the health and safety of
the bank thus preventing Obsolescence.
Morale Training and Development helps in improving the morale of the work force.
Image Training and Development helps in creating a better corporate image.
Profitability Training and Development leads to improved profitability and more positive
attitudes towards profit orientation.
DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT

Basis of difference
Meaning

Training
Development
Training means learning skills Development means growth of
and knowledge for the an employee in all aspects.
particular job.

Use

Training is used for imparting Development is used for the

specific skills.
overall growth of the executive.
5

Process

Tries to improve a specific skill Aims at improving the total

relating to job.
personality of an individual.

Duration

It is imparted for the fixed It is an unending practice in the

period.
organization.

Goal

Meet current requirement of a

job
aims
at
improving
Employees performance on a
currently held job.

Duration

It is imparted for the fixed It is an unending practice in the

period.
organization.
It is job related in nature.
It is career oriented in nature.

Nature
Focus

Meet future challenges of the job

and the individual; aims at
providing learning opportunities
designed to help employee grow.

Learn specific behaviours and Understand

and
interpret
actions;
demonstrate knowledge; develop judgement.
techniques and processes.

AXIS BANK

Axis Bank was the first of new private Banks to have begun operations in 1994, after the
government of India allowed new private banks to be established. The bank was promoted
jointly by the Administer of the specified undertaking of the Unit Trust of India (UTI I),
6

Life Insurance Corporation of India (LIC) and General Insurance Corporation of India (GIC)
and four PSU insurance companies, i.e. National Insurance Company ltd, The New India
Assurance Company Ltd, The Oriental Insurance Company Ltd and United India Insurance
Company Ltd.
The bank as on 31st March 2011 is capitalized to the extent of Rs. 410.54 crores with public
holding (other than promoters and GDRs) at 53.60%.
The Banks registered office is at Ahmadabad and its Central office is located at Mumbai. The
bank has a very wide network of more than 1281 branches (including 169 Services
Branches/CPCs as on 31st March, 2011). The bank has a network of over 6270 ATMs (as on
31st March, 2011) providing 24 hrs a day banking convenience to its customers. This is one of
the largest ATM networks in the country.
The Bank has strengths in both retail and corporate banking and is committed to adopting the
best industry practices internationally in order to achieve excellence.
Commercial banking services which includes merchant banking, direct finance infrastructure
finance, venture capital; fund, advisory, trusteeship, forex, treasury and other related financial
services. As on 31st March 2009, the group has 827 branches, extension counters and
3,595 automated teller machines (ATMs).
Axis Bank currently has Global footprints in four countries by way of 3 branches in
Singapore, Hong Kong, Dubai and 2 representative offices in Shanghai and Dubai. It has also
sought permission from Sri Lankan Government to open a branch in Sri Lanka in the current
Fiscal. In these locations it offers corporate credit and trade finance solutions, debt
syndication and wealth management services to NRI population settled in these cities.

CHAPTER II
REVIEW OF
LITERATURE

LITERATURE REVIEW
Carbery and Garavan (2004) - explains the importance of training in an organization
and highlight the need of training in an unpredictable situation. If the training program
is effective, then the employees can be motivated to face the difficult scenario. It
establishes the relevance of organizational restructuring and downsizing to employees.
The study highlighted that responsibility should be taken by the employees to initiate
the training requirements as the skills necessary for self- development are of prime
importance in initiation of any type of productive change.
Cole (2007) examined the importance of duration of training program and indicated
how behavioral skill development is important for the development of employee. The
author suggested that training should result in behavioral change of the employees
which, in turn, may improve the organizational outcome. This study examined the
question of how long a behavioral change. The aim of training is acquisition of
knowledge and for achieving that sufficient time has to be provided to learn new
things. The development of skills can be greatest when the training time is extended.
Participants perceptions about training program are very important because they
directly affect the acceptance, and later implementation, of learning from these
programs. Success of any training program largely depends upon various factors like
content, method, instructor, work environment, external support and above all
employees motivation. Motivation to learn and then transfer it to job can be
considered as one of the major components of training. It generally gets reflected in
the employees attitude towards participation in training. Motivation and successful
implementation of learning from training programs is a great motivator to generate
interest among the employees (Craig and Bittel, 1996).
Recent research also indicates a causal link between high commitment practices
(including training and development) and improvements in an establishments
performance and competitive advantage. The need for focusing on the international
and comparative dimension of corporate training and development policies has been
increasingly felt ever since many nations of the world such as China, India, Latin
America, East and Central Europe liberalized, privatized and globalized their
economic policies. This trend is indicative of the fact that many of the changes
influencing skill deficiencies and acquisitions are common to many countries. Dessler
Gary (2005).
Ibrahim (2003) checked whether demographic variables have any role to play in
influencing the perception of effectiveness of a training program. A comparative study
of differences between pre-training and post-training results to find out the
effectiveness of the training program was also carried out in the same study. The
measures used in the study were skills and knowledge gained trainees reactions to the
training course, perceived usefulness of the training course and trainees efforts to
gain skills and knowledge.
9

 Joshi (2000), training to be treated as one of the tools for increasing organizational
effectiveness. Creating environment for self motivation towards training and
development. Learning through training should be transferred to the job/work. Today,
private sector enterprises in India are passing through a phase of metamorphosis. On
one hand they are facing tough product market competition with the advent of global
players and on the other; there are threats of closures due to inefficient operations. In
this scenario, organizations are under pressure to improve organizational effectiveness
by findings ways to become cost-conscious and resource-efficient. Most of todays
business enterprises are still using labour-intensive technology and large scale as well
as long term cost reductions can be achieved by improving the productivity of
employees through effective training and training and development.

(Oladele Akin, 1991), Evaluation is increasingly being regarded as a powerful tool to

enhance the effectiveness of training. Three major approaches to training evaluation:
quality ascription, quality assessment and quality controls are highlighted. In order to
enhance the effectiveness of training, evaluation should be integrated with
organizational life.
In banking sector, trainings have been conducted for quite long and in a professional
manner. In many cases, it has given rich benefits to bank and its employees.
Employees will also appreciate it if their superiors provide positive feedback and not
only criticism and if they are praised in public when appropriate and criticized in
private (Lucas, 1994).
Kennedy and white (1997), found that the employee training programs within the
organization for the particular job were revealed to be significant in improving and
developing the level of service rendering by an organization as the skills of employees
boosted with the particular training and ultimately it increased customer satisfaction
and attachment with the business.
Noes (1986), model of training effectiveness proposed that rewards resulting from
successful completion of training influences an individuals motivation to undergo
training and to learn from it. It is quite common in organizations that the training
activities are largely measured by number of training programs conducted per year or
number of training programs per employee per annum to highlight fancy figures. This
does not really reflect the quality of the training programs. It only highlights the
quantity, which does not lead to organizational effectiveness. Training is not to be
seen independently, rather it need to be linked with practical application of learning.
And, training ultimately needs to fulfil not just the individual or job objectives, but as
well the organization objectives.

10

 Schneider et al. (1994), put more stresses on the importance of executive support of
training. For the organizations to expect their employees offer quality customer
service for business process, the management has to build a long term commitment to
training for the employees as it needed. They further suggested that management
required to support and maintain the employees training program, but they also
needed to mock up the performance they expected from their employees by the
performance evaluation system of employees, in order to derive that the employees
are productive or still there was room for training.

11

CHAPTER III
RATIONALE OF THE
STUDY

12

RATIONALE OF THE STUDY

In todays competitive and global economy, developing and distributing expertise is essential
to business goals accomplishment. Today, training is widely recognized as one of the major
benefits that employees look forward to experiencing. After all, training programs are meant
to maintain, update ones skills throughout ones employment. In several fields and areas,
including management, these training programs are known as professional development
program. Earlier- there were no training programs as such for banking executives but on the
job training only that was given once the new employee was appointed. But now the scenario
has been changed, with the coming up of big players like ICICI BANK, HDFC BANK,
HSBC BANK, AXIS BANK in this sector, people who had some formal training are
preferred while recruitment because it can be helpful in the banking field. This was coincided
by technology development in the banking operations. It is true in many organizations that
before an employee is fitted into a harmonious working relationship with other employees, he
is given adequate training. Training increases the knowledge and skills for doing a particular
job. Training is necessary to prepare existing employees for higher level jobs. Training is
necessary when a person moves from one job to another. After training the employee can
change job quickly, improve his performance levels and achieve career goals comfortably.
Executive development is a planned, systematic and continuous process of learning and
growth by which develop their conceptual and analytical abilities to manager. It is primarily
concerned with improving the performance of manager by giving them stimulating
opportunities for growth and development. Human resource developments are continuous and
shaped to fit the cultural changes in the organization in relation to the individuals needs. In
this way, training and human resource development becomes tools for effective change. The
rationale behind choosing top corporate in addition to HRM and T&D managers as
participants in this study is related to the fact that top managers are considered by many
researchers in the field of management training and development as being the most important
group in the organization to secure the success for T&D functions. Their support
commitment, opinions and attitudes towards the importance of T&D functions. In additions
these managers are key strategy makers. Moreover, their appreciation and admiration of the
benefits of T&D, which are very important indications that T&D really is working, will
guarantee their commitment and support to this important function.
13

CHAPTER-IV
RESEARCH
METHODOLOGY

14

RESEARCH METHODOLOGY
OBJECTIVES
1. To understand the process of training in Axis Bank.
2. To understand the performance of employees before training and after training.
3. To know about the perception of employees about the training program.
4. To analyze that whether the organization is providing incentive to trained employees or
not.

SAMPLE PLAN
Sample unit: Axis bank, Indore
Sample size: 100 respondent (employees of axis bank)
Sample techniques: simple random sampling.
RESEARCH TYPE
The research carried out was descriptive in nature.

METHODS OF DATA COLLECTION

Self designed questionnaire will be used to collect data from employees working in axis
bank. (Indore)

TOOLS FOR DATA ANALYSIS

Pictorial presentation and Pie chart.

15

CHAPTER V
DATA
INTERPRETATION AND
ANALYSIS

DATA INTERPRETATION AND ANALYSIS

From the study it has been analyzed that training and development is very important for
employees of the AXIS BANK. The research has been done with the help of questionnaire it
has been analyzed that employees are satisfied with the training program of the bank.
Different types of training skills are given to them. After giving them training they improved
their performance. Training and development is important for the bank success. There is a
16

separate department of training in AXIS BANK. It has been analyzed that training offered
them opportunity to identify potential for further development. In order to ensure logical
completeness and consistency of responses, data editing was carried out each day by the
researcher.

All the analysis and interpretation are discussed below each of the analysis is done as per the
information obtained from the employees of AXIS BANK.

17

1) AGE
S.NO
1
2
3
4
5

VARIABLES
LESS THAN 25
25-30
30-35
35-40
40-45
TOTAL

VALUE
21
49
16
12
5
100

PERCENTAGE
21%
49%
16%
12%
5%

AGE

12%

5%

20%

16%

48%

INTERPRETATION:

This pie chart shows that respondents age group in which 21% respondents lies on less than
25 years age group, 49% respondents lies on 25-30 years age group,16% respondents lies on
30-35 years age group,12% respondents lies on 35-40 years age group and 5% respondents
lies on 40-45 years age group.

18

2) GENDER

S.NO
.
1
2

VARIABLES

VALUE

PERCENTAGE

MALE
FEMALE
TOTAL

98
2
100

98%
2%

GENDER
100
80
60
40
20
0
VALUE
PERCENTAGE
1 MALE

2 FEMALE

INTERPRETATION:

This pie chart shows that overall population size in which 98% are male respondents and 2%
respondents are females.

19

3) EVALUTION OF TRAINING AND DEVELOPMENT PROGRAMMES

S.NO
.
1
2
3
4
5

VARIABLES

VALUE

PERCENTAGE

NEVER
RARELY
SOME TIMES
MOSTLY
ALWAYS
TOTAL

5
23
20
31
21
100

5%
23%
20%
31%
21%

EVALUTION OF TRAINING AND DEVELOPMENT PROGRAMMES

21%

5%
23%

31%

20%

INTERPRETATION:

This pie chart shows that evaluation of training and development programmes in which 5%
respondents said that bank never evaluate training and development programme ,23 %
respondents said that bank rarely

evaluate training and development programme, 20%

respondents said that sometimes bank evaluate training and development programme, 31%
respondents said that mostly bank evaluate training and development programme and 21%
respondents said that bank always evaluate training and development programme.

20

4) OBJECTIVES OF TRAINING

S.NO
.
1
2
3

VARIABLES

VALUE

PERCENTAGE

TO HELP IMPROVE PERFORMANCE

TO ACQUIRE MORE SKILLS
OTHER
TOTAL

39
56
5
100

39%
56%
5%

OBJECTIVES OF TRAINING
5%
39%
56%

INTERPRETATION:

This pie chart shows that the objective of training according to respondents point of view
39% respondents said that training helps to improve performance , 56% respondents said that
training helps to acquire more skills and 5% respondents give other reasons as a objectives of
training.

21

5) METHODS OF TRAINING PROGRAMME

S.NO
.
1
2
3
4

VARIABLES

VALUE

PERCENTAGE

SEMINAR
ON THE JOB TRAINING
UNDER STUDY TRAINING
FORMAL LECTURES
TOTAL

28
28
21
23
100

28%
28%
21%
23%

METHODS OF TRAINING PROGRAMME

23%

28%

21%
28%

INTERPRETATION:

This pie chart shows that 28% respondents said that seminar method were used for the
effective facilitation of training program, 28% respondents said that on the job training
method were used for the effective facilitation of training program, 21% respondents said that
under study training method were used for the effective facilitation of training program and
23% respondents said that formal lectures method were used for the effective facilitation of
training program.

22

S.NO
.
1
2
3

VARIABLES

YES
NO
NOT SURE
TOTAL
6) OPINION ABOUT TRAINING AT BANK

VALUE

PERCENTAGE

99
0
1
100

99%
0%
1%

OPINION ABOUT TRAINING AT BANK

1%

99%

INTERPRETATION:

This pie chart shows that 99% respondents are very positive or said yes for planned and
effective training at bank and only 1 % respondents are not sure about their opinion.

23

7) MOTIVATION AND SATISFACTION TOWARDS TRAINING

S.NO VARIABLES
.
1
YES
2
NO
TOTAL

VALUE

PERCENTAGE

99
1
100

99%
1%

MOTIVATION AND SATISFACTION TOWARDS TRAINING

100 9900%
80
1 YES

60

2 NO

40
20

100%

0
VALUE

1%
99%
PERCENTAGE

INTERPRETATION:

This pie chart shows that 99% respondents said that they are motivated and satisfied with the
training programme of the banks only 1% respondents said that they are neither motivated
nor satisfied.

24

8) OPINION ABOUT IMPROVEMENT IN TRAINING

S.NO.
1
2

VARIABLES
YES
NO
TOTAL

VALUE
98
2
100

PERCENTAGE
98%
2%

OPINION ABOUT IMPROVEMENT IN TRAINING

100 9800%
80
60
40
200%
20
0
VALUE

2%
98%
PERCENTAGE
1 YES

2 NO

INTERPRETATION:

This pie chart shows that 98 % respondents said that training given at the time of joining is
helpful for improving the performance and only 2% respondents said that training is not
helpful for improving the performance.

25

9) OPPORTUNITIES IN FURTHER DEVELOPMENT

S.NO
.
1
2

VARIABLES

VALUE

PERCENTAGE

YES
NO
TOTAL

96
4
100

96%
4%

OPPORTUNITIES IN FURTHER DEVELOPMENT

100 9600%
80
60
40
20

400%

0
VALUE

4%
96%
PERCENTAGE
1 YES

2 NO

INTERPRETATION:

This pie chart shows that 96% respondents said that training offered them the opportunity to
identify potential for further development only 4% respondents gives negative response.

26

10) OVERALL TRAINING AND DEVELOPMENT EVALUATION

S.NO.
1
2

VARIABLES
YES
NO
TOTAL

VALUE
97
3
100

PERCENTAGE
97%
3%

OVERALL TRAINING AND DEVELOPMENT EVALUATION

100 9700%
90
80
70
60
50
40
30
20
300%
10
0
VALUE

3%
97%
PERCENTAGE
1 YES

2 NO

INTERPRETATION:

On the basis of above pie chart 97% respondents are satisfied with overall training and
development evaluation in banks only 3% respondents give negative response for evaluation
of training and development programme in banks.

27

11) TRAINING AND DEVELOPMENT DEPARTMENT

S.NO.
1
2

VARIABLES
YES
NO
TOTAL

VALUE
95
5
100

PERCENTAGE
95%
5%

TRAINING AND DEVELOPMENT DEPARTMENT

100 9500%
80

60
40
20

500%

0
VALUE

5%
95%
PERCENTAGE
1 YES

2 NO

INTERPRETATION:

On the basis of above pie chart 95% respondents said that they have training and
development department in the bank only 5% respondents said no for training and
development department in bank.

28

12) IMPORTANCE OF TRAINING AND DEVELOPMENT PROGRAMME

S.NO.
1
2

VARIABLES
YES
NO
TOTAL

VALUE
100
0
100

PERCENTAGE
100%
0%

IMPORTANCE OF TRAINING AND DEVELOPMENT PROGRAMME

100 10000%
80
60
40
20

0%

0
VALUE

0%
100%
PERCENTAGE %
1 YES

2 NO

INTERPRETATION:

This pie chart shows that 100% of respondents said that the training and development
functions and programme is very important for the success of banks.

29

13) TYPE OF TRAINING

S.NO
.
1
2
3
4
5

VARIABLES

VALUE

PERCENTAGE

TECHNICAL SKILLS
MANAGEMENT SKILLS
COMMUNICATION SKILL
CLERICAL SKILLS
OTHER
TOTAL

18
31
39
11
01
100

18%
31%
39%
11%
1%

TYPE OF TRAINING
11%

1%

39%

18%

31%

INTERPRETATION:

This pie chart shows that 18% respondents said that technical skills is being imparted for new
recruitment in the bank, 31% respondents said that management skills is being imparted,39%
respondents said that communication skills is being imparted ,11% respondents said that
clerical skills is being imparted and 1% respondents said that other skills is being imparted
for new recruitment in the bank .

30

14) PHYSICAL DISTRIBUTION OF TRAINING AT WORKPLACE

S.NO.
1
2
3
4

VARIABLES
EXCELLENT
GOOD
AVERAGE
BAD
TOTAL

VALUE
21
39
40
0
100

PERCENTAGE
21%
39%
40%
0%

PHYSICAL DISTRIBUTION OF TRAINING AT WORKPLACE

21%
40%

39%

INTERPRETATION:

This pie chart shows that 21% respondents said that the workplace of the training is
physically organised is excellent, 39% respondents said that the workplace of the training is
physically organised is good for bank, 40% respondents said that the workplace of the
training is physically organised is average or constant for bank.

31

15) IMPLEMENTATION OF LEARNED PROCESS IN TRAINING

S.NO.
1
2
3
4

VARIABLES
LESS THAN 1 MONTH
1-2 MONTHS
2-4 MONTHS
MORE THAN 4 MONTHS
TOTAL

VALUE
34
50
16
0
100

PERCENTAGE
34%
50%
16%
0%

IMPLEMENTATION OF LEARNED PROCESS IN TRAINING

16%
34%

50%

INTERPRETATION:

This pie chart shows that 34% respondents said that less than month time take to implement
the learned process,50% respondents said that 1-2 months time take to implement the learned
process,16% respondents said more than 4 months time take to implement the learned
process.

32

16) TRAINING PROGRAMME ATTENDED

S.NO
.
1
2
3
4

VARIABLES

VALUE

PERCENTAGE

LESS THAN 10
10-20
20-40
MORE THAN 40
TOTAL

45
13
42
0
100

45%
13%
42%
0%

TRAINING PROGRAMME ATTENDED

42%

45%

13%

INTERPRETATION:

This pie chart shows that 45% respondents agreed to attend less than 10 training programme
within a year, 13 % respondents agreed to attend less than 10-20 training programmes within
a year , 42% respondents agreed to attend 20-40 training programmes within a year .

33

17) USEFULNESS OF TRAINING PROGRAMME

S.NO.
1
2

VARIABLES
YES
NO
TOTAL

VALUE
100
0
100

PERCENTAGE
100%
0%

USEFULNESS OF TRAINING PROGRAMME

100
80
60
40
20
0
VALUE
PERCENTAGE
1 YES

2 NO

INTERPRETATION:

This pie chart shows that 100% respondents said that training programme is useful for the
development of banks as well as employees.

34

18) NEED OF TRAINING TYPE

S.NO
.
1
2
3
4

VARIABLES
LEADERSHIP TRAINING
EXTERNAL DEGREE STUDY
FORMAL MEETING PROCEDURES
OTHER
TOTAL

VALUE

PERCENTAGE

34
32
30
4
100

34%
32%
30%
4%

NEED OF TRAINING TYPE

4%
34%

30%

32%

INTERPRETATION:

This pie chart shows that 34% respondents said that leadership training required for career
aspiration to come true, 32% respondents gives favour to external degree study, 30%
respondents gives favour of formal meeting procedures and 4% respondents gives favour of
other types of training.

35

19) DURATION OF TRAINING PERIOD

S.NO.
1
2
3
4

VARIABLES
SUFFICIENT
TO BE EXTENDED
TO BE SHORTENED
MANAGEABLE
TOTAL

VALUE
42
18
14
26
100

PERCENTAGE
42%
18%
14%
26%

DURATION OF TRAINING PERIOD

26%
42%
14%
18%

INTERPRETATION:

This pie chart shows that 42% respondents said that training period duration is sufficient,
18% respondents said that training session should be extended, 14% respondents said that
training session should be shortened and 26% respondents said that there is no need to extend
and shortened the training session it is manageable.

36

20) FEELING OF IMPROVEMENT THROUGH TRAINING

S.NO.
1
2
3
4
5

VARIABLES
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
TOTAL

VALUE
26
43
31
00
00
100

PERCENTAGE
26%
43%
31%
00%
00%

FEELING OF IMPROVEMENT THROUGH TRAINING

26%

31%

43%

INTERPRETATION:

This pie chart shows that 69% of the respondents said that they feel improved after training
session and 31% respondents gives neutral response.

37

CHAPTER VI
FINDINGS

38

FINDINGS

The results of the study shows that training and development boost the morale of employees
upgrade skills improve their performance and give them the opportunity to get lucrative jobs
and excel in their jobs also. The results shows that the training aimed at providing the trainee
the opportunity of changing their behaviours and contributes to their effectiveness and
upgrading their skills.

Training and development might not necessarily lead to job satisfaction of employees but it
leads to increase productivity improves the quality of work; improve skills, knowledge,
understanding and attitude etc. Thus, training and development has a positive impact on the
performance of employee of AXIS BANK.

39

CHAPTER VII
SUGGESTIONS

40

SUGGESTIONS

The training records must be maintained, preserved properly and updated timely.
Proper care should be taken while selecting the trainers.
New and different trainers should be invited so that the maximum impact can be got

from the training programmes.

Skills based training (process training) should also provided.
Training should be conducted according to the employee needs.
Trainer, training place, training method, trainee are the major things that should be

considered while conducting the training program.

More improvement in latest knowledge should be added in the training program.
According to employees perception training program was well designed and
functioned in systematic way was somewhat extent, it should be changed to great

extent.
The bank should always determine the training need that would be most suitable for

the achievement of organizational goals.

The further studies in this field (training and development) of banking sector the

researcher can research on techniques of training.

The researchers can also studies on the management skills, communication skills and
other skills.

41

CHAPTER VIII
CONCLUSION

42

CONCLUSION
The study conducted at AXIS BANK deals with analyzing the training needs of employees of
the organization.
The present study concluded that majority of the employees are interested in attending
training program and most of them agree that they could transfer the learning by
implementing new knowledge, skills, ability and technology that they got from the training
program.
From the above study it is concluded that employees of AXIS BANK are satisfied with the
training and development program of the bank. They think that after training is physically
organized. They think that after training program their performance was improved. The
employees are satisfied with the training program of bank. They say that the workplace of
training is physically organized. An employee says that training and development is
important for the bank success.
There is a separate department of training and development in AXIS BANK. Axis bank
mostly evaluate training and development program for their employees. Training program at
axis bank is planned and systematic. Employees at bank are motivated and satisfied with the
training program.
In general, the bank provides a very well designed and widely shared trained policy to its
employees. However, there could be improvement in the case of conducting feedback
reviews so as to analyze the status of the employees after training.

43

CHAPTER IX
LIMITATIONS

LIMITATIONS

44

Collection of data in AXIS BANK is very difficult. Problems such as the swearing of
an oath of secrecy and indifference on the part of the respondents were limitations to

the study.
The response of the employees in giving information was lukewarm.
Respondent may be biased.
Non-response error.
Huge space between what people say and what they actually do.
There was lack of interest in fulfilling the questionnaire by the respondents.

CHAPTER X
45

REFERENCES

46

REFERENCES
BIBLIOGRAPHY:
Armstrong, M (2001) A Handbook of Human Resource Management Practice. 8 th
edition, Kogan page, London.
Ashwathappa .k, Human resource and Personnel management, Tata McGraw Hill
publishing Co. Ltd. New Delhi.
Beach S. Dale, Basotia G.R. (2004) Human Resource Management, mangal deep
publication.pp.142, ISBN 81-75-94-156-1
Carbery Ronan and Garavan T N (2004), Organizational restructuring and
downsizing: Issues related to learning and Training, Journal of European Industrial
Training, Vol.29, No. 6, pp. 488-508.
Cole N (2007), How Long Should a Training Program Be? A Field Study of Rulesof-Thumbs, Journal of Workplace Learning, Vol. 20, No. 1, pp. 54-70.
Craig. L and Bittel, LR (1969). Training and Development Hand Book, New York:
McGraw-Hill Book Company.
Dessler Gary (2005), Human Resource Management, 9th Edition, p.226, Pearson
Education, New Delhi.
Flippo Edwin (1984), Personnel Management, 6th Edition, McGraw-Hill, New York.
Ibrahim Mohammed E (2003), Measurement of Training Effectiveness, Journal of
Management Research. Vol. 4, No. 3, pp.147-155.
J. Jucius Michael, Prakesh ved (2005) Human Resource Management, anmol
publication, New Delhi,pp-233.
Joshi, M (2000). Public Sector : Need for new outlook Amidst Globalization,
Kaleidoscope, 20(4): 14-16.

47

 Journal of managerial psychology ASSURING THE QUALITY OF TRAINING

THROUGH EVALUATION: A MODEL, Akin-Oladele,(1991) vol.6
Kothari C.R., Human Resource Management methods and technology, new age
international publication ltd., New Delhi.
Lucas (1994), Human Resource Management. Pearson Education. Pp.363.ISBN
0273687131.
McColl-Kennedy J, White T (1997). Service provider training programs at odds with
customer requirements in five star hotels. J. Serv. Mark., 11(4): 249-262.
Noe R.A. (1986). Trainees Attributes and Attitudes: Neglected influence on Training
Effectiveness, Academy of Management review, 11 (4) : 736-749.
Rao v.s.p. (2004) Human Resource Management (2nd edition), pp.2,3,14,190,218,219.
Schneider B, Gunnarson SK, Niles-Jolly K (1994). Creating the climate and culture of
success. Organ. Dynamics, Summer, 17-28.

WEBLIOGRAPHY:

www.CiteHR.com
www.google.com
www.iupindi.com
www.sharetermpapers.com
www.yahoo.com

48

ANNEXURE(S)

49

QUESTIONNAIRES
PART-A

1. Name Of The Respondent:

2. Age:
3. Gender: M/F
4. Qualification:
5.
a)
b)
c)
d)
e)

Income:
50000-100000
100000-150000
150000-200000
200000-250000
250000 and above

6. Designation:

PART-B
1) Does your bank evaluate training and development programmes?
a) Never
b) Rarely
c) Sometimes
50

d) Mostly
e) Always
2) What were the objectives of training?
a) To help improve performance
b) To acquire more skills
c) Other please specify
3) What methods were used for the effective facilitation of training program?
a) Seminar
b) On the job training
c) Understudy training
d) Formal lectures
4) In your opinion, do you think training at banks is planned and systematic?
a) Yes
b) No
c) Not sure
5) Are you motivated by and satisfied with the training program of your bank?
a) Yes
b) No
6) In your opinion, do you think training has helped improve your performance since
you joined bank?
a) Yes
b) No
7) Has training offered you the opportunity to identify any potential you have for further
development?
a) Yes
b) No
8) In general, you satisfied with overall training and development evaluation in your
bank?
a) Yes
b) No
9) Do you have a training and development evaluation in your bank?
a) Yes
b) No
10) Do you think training and development function and programmes are important for
the banks success?
a) Yes
b) No
11) What type of training skills is being imparted for new recruitment in your bank?
a) Technical skill
51

b)
c)
d)
e)

Management skill
Communication skill
Clerical skill
Other (please specify)

12) How well the workplace of the training is physically organized?

a) Excellent
b) Good
c) Average
d) Bad
13) How long will it take to implement the learned process?
a) Less than 1 month
b) 1-2 months
c) 2-4 months
d) More than 4 months
14) How many training programmes have you attended in a year?
a) Less than 10
b) 10-20
c) 20-40
d) More than 40
15) Thus the training sessions being conducted in your bank useful?
a) Yes
b) No
16) What training and development do you need to make your carrier aspirations come
true?
a) Leadership training
b) External degree study
c) Formal meeting procedures
d) Other
17)
a)
b)
c)
d)

Time duration given for the training period is?

Sufficient
To be extended
To be shortened
Manageable

18) Do you feel improved after your recent training program?

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

52

53

54

55

56